“Be yourself.”
“Bring your whole self to work.”
“You don’t need to hide who you are here.”
These are powerful, well-intentioned messages. But they overlook a crucial truth: the cost of authenticity isn’t the same for everyone.
In our book, Simplifying Inclusive Leadership, we explore how psychological safety is experienced differently across social identities. What feels safe or liberating for one person might feel risky—or even dangerous—for another.
Take the example of LGBTQ+ employees. For many, “being themselves” might involve expressing their gender identity or sexual orientation in spaces where heteronormative assumptions still dominate. That’s not just self-expression—it’s vulnerability. It’s a decision layered with risk assessments, conscious or otherwise.
When leaders apply inclusion practices as if they operate the same for all, they unintentionally reinforce inequity. True inclusion requires equity—acknowledging that the experience of being “included” isn’t universal.
So, what can leaders do?
✅ Start here:
- Recognise that “psychological safety” is not one-size-fits-all.
- Invite stories, not assumptions. Ask people what inclusion feels like for them.
- Examine whose authenticity is applauded—and whose is questioned.
Leadership isn’t just about creating space. It’s about protecting the people who step into it.
